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4.
Functions of an I/O Psychologist <ul><li>Performance Appraisal </li></ul><ul><ul><li>Develop rating scales, and other measures of individua/organizational performance to improve employee performance. </li></ul></ul><ul><li>Quality of Work-life </li></ul><ul><ul><li>Previously, human workers were not viewed as human </li></ul></ul><ul><ul><li>Develop surveys that assess employees’ satisfaction with their jobs and commitment to the organization. Satisfaction : one of most common surveys. </li></ul></ul>

5.
Hawthorne Studies <ul><li>A series of research studies that began in the late 1920s at the Western Electric Company </li></ul><ul><li>Refocused the interests of I/O Psychologists on how work behavior manifests itself in an organizational context </li></ul><ul><li>Joint venture between Western Electric & several researchers from Harvard University </li></ul><ul><ul><li>NONE OF WHOM WERE INDUSTRIAL PSYCHOLOGISTS </li></ul></ul><ul><li>The original study attempted to find the relationship between lighting and efficiency </li></ul>

6.
Hawthorne Studies <ul><li>Worker’s job performance began to improve following the start of the researchers’ intervention </li></ul><ul><li>Continued to improve because of the novelty of the situation </li></ul><ul><li>The novelty began to wear off, productivity returned to its earlier level </li></ul><ul><li>This phenomenon of change in behavior as the novelty wears off, is the Hawthorne Effect. </li></ul><ul><li>Industrial Psychology was never the same again after the Hawthorne Studies </li></ul>

9.
Walter Dill Scott <ul><li>Walter Dill Scott (American Psychologist) </li></ul><ul><ul><li>First to apply the principles of psychology to motivation and productivity in the workplace. </li></ul></ul><ul><ul><li>Would later become instrumental in the application of personnel procedures within the army during World War I . </li></ul></ul><ul><ul><ul><li>Boosted Industrial Psychology </li></ul></ul></ul>

11.
Frederick Taylor <ul><li>Principles of Scientific Management (1911). </li></ul><ul><ul><ul><li>Science over intuition </li></ul></ul></ul><ul><ul><ul><li>The best workers should be selected and trained in the established “ one best method ” </li></ul></ul></ul><ul><ul><ul><li>Management and workers should cooperatively share responsibility for the design and conduct of work. </li></ul></ul></ul><ul><ul><ul><ul><li>Motivation and monetary gain </li></ul></ul></ul></ul><ul><ul><ul><li>Motivation results from monetary gain . </li></ul></ul></ul><ul><ul><li>E.g.: Showed that workers who handle heavy iron ingots were more productive when allowed work rests . </li></ul></ul><ul><ul><ul><li>Training when to work and when to rest raised productivity from 12.5 to 47.0 tons moved per day. </li></ul></ul></ul><ul><ul><ul><li>Company increase efficiency. Costs dropped from 9.2 to 3.9 cents per ton. </li></ul></ul></ul>

12.
WW2 <ul><li>Committee on Selection and Classification of Military Personnel </li></ul><ul><li>The army approached psychologists </li></ul><ul><li>Develop a test to sort new recruits into 5 categories based on their ability to learn the duties and responsibilities of a soldier </li></ul><ul><li>The Army General Classification Test is the best-known product of the World War II personnel research organization. Among other products were: mental alertness tests for the Women's Army Corps, aptitude tests for specialized training, performance tests, trade knowledge tests, the West Point Qualifying Examination, and warrant officer tests. </li></ul>